The effectiveness of a performance management system at a South African public hospital in Cape Town

Abstract

Background: In 1994, South Africa instituted the Public Service Act of 1994 which is presumably applicable and must be adhered to by all public institutions. Because of the adoption of the Public Service Law, all employees employed in the Western Cape Government (WCG) are obligated to participate in the Performance Management System (PMS). Consequently, the authors were interested to know how the PMS performs and how employees respond to this system at a public hospital. Aim: The purpose of this study was to examine the processes of PMS to identify its effectiveness. Of uttermost significance, through the findings of the study, was to make recommendations that contribute to improving the implementation of PMS. Setting: The study is based at a public hospital to examine the effectiveness of a PMS at a South African public hospital. The hospital is situated in Cape Town, South Africa. Methods: In pursuing the study, the authors employed an exploratory research design. Consequently, a qualitative research method was applied. Results: The study discovered that the PMS at the hospital is ineffective to enhance the performance of the employees and achieve organisational goals. Conclusion: The system appears to be a great tool designed to measure the employees’ effectiveness. However, its implementation seems to suggest a need for a thorough investigation of its efficiency.

Keywords

• appraisal
• effectiveness
• incentives
• ineffective
• performance
• pms
• spms
• unfairness.